Criminal Justice
Name:
Institution:
Criminal Justice
In the criminal justice, profession problems of conduct are usually relative to issues of discipline such as breaking regulations, rules, directions, policies, and regulations. For instance, an employee may fail to arrive for work and does not provide any reasons for their absence. In addition, this may take place with minimal consideration of the absenteeism procedures. Such behavior violates the regulations, policies, rules, and collective bargaining agreement, which categorizes it as a conduct problem. Furthermore, such behavior arises because of the express decision by the employee to ignore existing procedures (Falcone, 2009). Effective and adequate communication of rules, policies, and regulations is critical towards ensuring that employees who experience conduct related problems are issued with guidelines on expected behavior and possible actions that may be undertaken by the management. In addition, it is imperative to ensure that they are able to communicate problems that are of a personal nature, as they may have a role in the deterioration of employee conduct (Falcone, 2009).
On the other hand,
performance problems arise because of poor execution of duties, responsibilities,
and roles within a given position in an organization or institution (Falcone,
2009). For instance, a senior executive at government institution may deliver consecutive
reports that have excessive grammatical errors and lack adequate support and
evidence to affirm claims and suggestions for decision-making in the
organization. In essence, performance problems in an organization can be
addressed through adequate work planning,
performance improvement plans, and performance counseling (Falcone, 2009). Through
planning and counseling, the employee is able to
gain the capacity to identify possible
challenges as well as strengths that can be used to enhance performance within
a given organizational role. Furthermore, counseling may also enable the
employee to communicate personal problems and in the process gain strength to
deal with such issues that may have a negative
effect on performance and execution of organizational duties.
Reference
Falcone, P. (2009). 101 tough conversations to have with employees: A manager’s guide to addressing performance, conduct, and discipline challenges. New York: AMACOM.